But the days of the legacy-style, traditional LMS are long gone and soon, companies will more than ever depend on systems that allow for the give-and-take and conversion of knowledge across the organization. Today’s employees are taking action to proactively learn from each other, and the company’s learning strategy should reflect — and nurture — those natural tendancies.
Learning how an LMS can help meet your employees’ needs while satisfying their job requirements is a delicate balance: For example, you may want to implement some kind of personalized progression plan within their learning plan, but you don’t want to dictate their career.
Show interest. Reward top performers. Get results.
Talented people want to be recognized for their talent. No matter how modest someone may be, a pat on the back (even in the form of an encouraging comment or an upvote from a colleague) exhibits positive reinforcement.
Employees who are both highly valued in an organization and committed to striking a healthy work/life balance also consider how valued they’re made to feel when determining their career goals. If it’s been a while since they received meaningful recognition for their contributions, which means they may already be looking for other opportunities.
How employers are addressing milennials’ desire to move often (to move up)
While some argue that the idea that milennials are reluctant to commit to a job for more than about two years, other companies have begun to embrace the trend.
LinkedIn and Do Something CEOs Reid Hoffman and Nancy Lublin saw the high turnover rate of their young workforce as an opportunity to change their companies’ culture.
Hoffman describes the practice LinkedIn has adopted in a recent Forbes article:
The “tour of duty” encourages employers and employees to make a significant investment in each other. While tours vary in length, their primary characteristic is a mutual commitment by both parties to complete a significant but clearly defined goal, like launching a new product or opening up a new market.
So whether or not it’s true that job hopping is the “new normal” for the up-and-coming workforce, it’s pretty easy to assume that removing the pressure of output as the sole measurement for performance, while providing clearer expectations for growth and progress, you can nurture a happier, more engaged pool of enthusiastic talent that’s less likely to feel limited at work.